Described as “an innovative and prolific scholar” by Foreign Policy and named one of the magazine’s Top 100 Global Thinkers four years in a row, Anne-Marie Slaughter turns big ideas and deep analysis into realistic strategies for a networked world. A Princeton University foreign policy expert, a former top official at the U.S. State Department, and a Work-Life leader, Dr. Slaughter confronts a range of topics — from geopolitics and global challenges to gender equality and leadership — with a unique and powerful voice.
As President and CEO of New America, a public policy institute and idea incubator, Slaughter leads a team of scientists, technologists, and political and economic thinkers in Washington, DC and New York City. New America develops cutting-edge solutions for public problems in such areas as national security, healthcare, technology policy, and education.
Slaughter headed the U.S. State Department’s internal think tank and advised Secretary of State Hillary Clinton. As the first female Director of Policy Planning, she oversaw a major review of America’s diplomatic and development priorities.
Her 2012 article, “Why Women Still Can’t Have It All,” an in-depth and controversial look into the extreme work-life balance of today’s professional women, quickly became the most-read article in The Atlantic’s 100-year history. Named one of the best books of 2015 by NPR and The Economist, Slaughter’s latest, Unfinished Business: Women Men Work Family, focuses on the future of the workplace. The Financial Times featured her in its special issue, “Women of 2015."
The first female Dean of Princeton’s Woodrow Wilson School, she rebuilt the school's international relations faculty and programs. A contributing editor to the Financial Times, Slaughter writes a monthly column for the newspaper, in addition to her column for Project Syndicate. Slaughter is the author and editor of seven books, including A New World Order.
Slaughter received her doctorate in International Relations from Oxford and her law degree from Harvard before teaching at University of Chicago and Harvard Law Schools. She is a member of the Aspen Strategy Group, on the board of Abt Associates, and, along with Ben Bernanke and Gordon Brown, is one of the five members of the PIMCO International Advisory Board.
Her next book, The Chessboard and the Web: Strategies of Connection in a Networked World, will be released in March 2017.
Global Hot Spots and Blind Spots
Ukraine, Iraq, Iran, Syria, North Korea, Israel. What’s happening in the world’s hot spots and where are things headed? What are people missing?
Unfinished Business: Right the Balance — Women, Men, Work, Family
Anne-Marie Slaughter’s new book, Unfinished Business: Women, Men, Work, Family, argues that as long as work and family are considered women’s issues, women and men will never be equal and employers will continue to hemorrhage great female talent. The job of caregiver for children, families, and the elderly can no longer fall on women any more than the job of breadwinner can fall only on men. Understanding and implementing this larger cultural shift is the key to hiring and retaining the best millennial talent and to increasing productivity both at home and in the office. Companies should be making extended coverage plans for all workers just as they make succession plans, anticipating that all employees – parents, children, spouses, siblings – will need to make room for care.
In “Unfinished Business,” Anne-Marie Slaughter takes audiences through the future of work and family. By making room for self-care, care for loved ones, and investing in communities, society can reinvent the workplace to focus on results, customized careers, and on-demand provisions of everything. “Unfinished Business” answers why businesses and families alike must recognize “care” as an integral part of life. With practical individual solutions and a broad outline for change, Anne-Marie Slaughter presents a future in which all of us, men and women alike, can finally have fulfilling careers along with the rewards of family life.
Big Ideas for a New America
Americans want each generation to live better than the last. To do that, we need to invest in the future.
Break The Mold: Reinventing the Workplace
While it’s still early in the digital revolution, we are already living at a time of extraordinary change. Just as the industrial revolution moved workers from farms and cottages to offices and factories, the digital revolution is increasingly making work – manufacturing as well as services — possible wherever we are. But as we become a genuinely digital economy, we must break out of the mold of the industrial workplace. That will require much more than simply learning to work on line.. We must transform gender roles for men and women and build a national infrastructure of care to support the on-demand economy. We must reinvent the workplace. In this talk, Anne-Marie Slaughter shows what real innovation looks like, not for women, but for all employees. She identifies a set of specific policies that improve not only the quality of life for employees, but also company performance and productivity.
Leading From the Center
There are two predominant leadership styles vying for power in the world today. Hierarchical organizations, like the US military, use an authoritative style, relying on command and control, agenda-setting, and preference-shaping to structure their members. Other organizations, such as Wikipedia, network members, promoting their most effective tool, collaboration, to create an empowering work environment. While these two models seem inherently different, most organizations are usually compounds of the two.
The Strategy of Connection: The Chessboard and The Web
For most of human history, and certainly during the 20th century, the modal relationship between states in the international system was conflict or the threat of conflict. Economist Thomas Schelling won a Nobel Prize for his 1961 masterwork The Strategy of Conflict, applying game theory to apparently zero-sum conflictual relationships and showing how they could be converted to positive-sum bargaining games. Those strategies still form the backbone of the foreign policy portfolio when it comes to relationships between adversary states such as the U.S. and Iran, North Korea and most of its Asian neighbors, or India and Pakistan. In the second great age of globalization, however, the modal relationship around the world is not conflict but connection: complex interdependence weaving together economic, political, and social actors in a vast web. This talk applies network theory to develop strategies of connection: identifying the right nodes and the optimal means of connecting those nodes to create networks designed for resilience, replication, innovation, collaboration, and scale. Slaughter draws on examples from foreign policy, business, civic activism, and education.
Back to the Future: The Geopolitical Landscape
In the north, political, demographic, and economic forces are driving us back to the geopolitical landscape of the 1950s. China is turning inward. The United States will once again become a central manufacturing platform for exports to both Europe and Asia. Russia will be the U.S. and Europe’s principal adversary on global issues. Iran and Saudi Arabia will be the twin pillars of U.S. Middle East policy. The growth and excitement will be more in the southern hemisphere: South America, Africa, India, and the ASEAN countries. North-south economic and human flows will be much stronger than in the 20th century, tying the Americas, the Mediterranean community, and North and South Asia much closer together. But south-south economic ties and political groupings, designed explicitly to challenge traditional Western clubs, will start to re-write the rules of the international game.
A Longitudinal View of the World
For all the emphasis on the rise of Asia and the potential of both trans-Pacific and trans-Atlantic trade agreements, an enormous amount of growth, development, and economic integration will be taking place in vertical slices around the world: Northeast and Southeast Asia; North America, Central America, and South America; and Europe, the Mediterranean, and Africa. Flows of money, goods, people, energy, and culture are increasingly vertical in direction, reflecting above all the direction of migration and resulting demographic change. To take just one example, the U.S. exports 45% of its goods to Canada (19%), Mexico (14%), and Central/South America (12%). As people knit continents together, economic activity follows: remittances first, but then trade and growing investment. Equally important, North and South Asia, Euro-Africa, and the Americas all combine the following: growing demand from developing countries with mature consumer goods export economies and natural resource exporters; deepening regional savings pools to finance bond and equity markets; and a mix of aging societies with pools of much younger and increasingly skilled labor.